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Chris BennettAugust 2012
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A very big subject!
Those at the top set the tone of the organization and those in the enterprise will seek to model their behaviour
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Organizational human capital strategy and risk management
Board & director effectiveness
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The key issues
Strategy and risk assessment
Operational effectiveness and risk assessment
Human capital risk management
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Recruitment/sourcing
Talent management
Performance management
Effective use of the human assets of the enterprise
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Strategic alignment
Ongoing operations
Risk assessment
Acquisitions, disposals, market entries and exits
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How can the Board assess operational effectiveness in human capital management?
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Risk identification and articulation
Classification of risk
Are plans to address identified risks in place?
Do effectiveness measures align with risk identification and classification?
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Why is human capital management different for this group? Who’s responsible?
Is the Board a “team”? Should it be?
What is the Board Chair’s role?
Board & director performance review
Reviewing the CEO’s performance
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Why?
◦ It’s required◦ Benefits of doing it
How?
◦ A very quick overview of a process
Reviewing the CEO’s performance
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What are the key human capital risks that we face?
Which are strategic and which are operational?
Have we articulated the risks?
Are actions in place to address each risk?
What measures are used to assess our HC strategy and risks?
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How does our overall HC strategy support our business strategy?
What are the key lines of our HC strategy?
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What kind of Board are we?
When did we last discuss our role?
What committee structure do we need?
How effective are we as a Board and as directors?
What is an appropriate process of Board & director performance review?
What process do we use to identify and balance the skills of the Board?
Who is responsible for the learning and development of Board & “C” suite members?